Bob Galvin and Motorola
This case study will explore the problems identified in the case study, Bob Galvin and Motorola, Inc. (A), both major (or macro) and minor (or micro). Every problem has a cause and this case study will look at the problems coupled with the cause for each.
Not only the problem ans causes are affected, but also the organizational systems. This case study will look at five different areas of the organizational structure affected. First is the structural area. Second is the psychosocial area. Third is the technical area. Fourth is the managerial area. Fifth is the goals and values area.
Finally, this case study will conclude with recommendations and an implementation plan outlined by the new Chief Executive Officer (CEO). …show more content…
There were to many layers of management. There were nine to twelve layers of management between the front line employee and the executive level of management. The more layers of management dilute he vision and the voice of the employee is not as easily heard. “Motorola’s chief executive office was structured as a triumvirate, with Bob Galvin as chairman, William Weisz as vice chairman, and John Mitchell as president (Jick & Peiperl, 2011, p 127).
There was also an issue with Japan. “The firm faced Japanese market practices such as “dumping” (selling product at less than “fair value” as a way to increase market share quickly) and “targeting” (the cooperative effort of a group of Japanese firms, supported by Japanese law, to break into and capture a particular international market, such as computer memory chips) (Jick & Peiperl, 2011, p 127, 128). Gavin worked with the foreign authorities, but also knew he would have to work from inside …show more content…
Change is difficult and hearing in a meeting that you need to change is more difficult. He should have brainstormed about the changes with Weisz and Mitchell. The here could have come up with the best solutions together and they would not have felt blindsided. Also, Human Resources should have been brought into the conversation before it was announced in a meeting. Galvin prided himself in being good at communicating with all employees. However, he did not communicate this change or get feedback before announcing
This case study will explore the problems identified in the case study, Bob Galvin and Motorola, Inc. (A), both major (or macro) and minor (or micro). Every problem has a cause and this case study will look at the problems coupled with the cause for each.
Not only the problem ans causes are affected, but also the organizational systems. This case study will look at five different areas of the organizational structure affected. First is the structural area. Second is the psychosocial area. Third is the technical area. Fourth is the managerial area. Fifth is the goals and values area.
Finally, this case study will conclude with recommendations and an implementation plan outlined by the new Chief Executive Officer (CEO). …show more content…
There were to many layers of management. There were nine to twelve layers of management between the front line employee and the executive level of management. The more layers of management dilute he vision and the voice of the employee is not as easily heard. “Motorola’s chief executive office was structured as a triumvirate, with Bob Galvin as chairman, William Weisz as vice chairman, and John Mitchell as president (Jick & Peiperl, 2011, p 127).
There was also an issue with Japan. “The firm faced Japanese market practices such as “dumping” (selling product at less than “fair value” as a way to increase market share quickly) and “targeting” (the cooperative effort of a group of Japanese firms, supported by Japanese law, to break into and capture a particular international market, such as computer memory chips) (Jick & Peiperl, 2011, p 127, 128). Gavin worked with the foreign authorities, but also knew he would have to work from inside …show more content…
Change is difficult and hearing in a meeting that you need to change is more difficult. He should have brainstormed about the changes with Weisz and Mitchell. The here could have come up with the best solutions together and they would not have felt blindsided. Also, Human Resources should have been brought into the conversation before it was announced in a meeting. Galvin prided himself in being good at communicating with all employees. However, he did not communicate this change or get feedback before announcing